In 2009, the Delhi Metro Rail Corporation, the organization charged with creating a public transportation system for the capital of India, New Delhi, witnessed the biggest crisis in its history. The bridge under construction collapsed killing six people and wounding 15. Despite its history of meeting deadlines and working with allocated costs, the corporation has come under a lot of social censure. There was a lot of pressure on corporations to suspend its engineers and shoot the contractor. On the other hand, it had to meet the deadline of practical implementation of the second phase of Metro by October 2010 in time for the XIX-Commonwealth Games. The case focuses on the challenges that Mmanaging Ddirector Dr. E. Sreedharan faced during the crisis. It addresses the unique structure of the Corporation and management ethics, which still allows it to operate within the terms and costs.
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on VG Narayanan, Saloni Chaturvedi Source: Harvard Business School 30 pages. Publication Date: February 1, 2012. Prod. #: 112013-PDF-ENG
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